Exam

Name___________________________________

TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
1)

Formal groups are primarily social in nature.

1)

_______
Answer

True

False

2)

To be considered a group, there must be at least five people.

2)

_______
Answer

True

False

3)

Command groups, cross-functional teams, self-managed teams, and task forces are all examples of informal groups.

3)

_______
Answer

True

False

4)
Task groups are permanent teams that take on special projects.

4)

_______
Answer

True

False

5)

Self-managed teams are composed of people from different work areas.

5)

_______
Answer

True

False

6)

The first stage of group development is storming.

6)

_______
Answer

True

False

7)

In the storming stage of group development, intragroup conflict often occurs.

7)

_______
Answer
True

False

8)

Under some conditions, high levels of conflict are conducive to high levels of group performance.

8)

_______
Answer

True

False

9)

People who give maximum allegiance to their family or tribe would necessarily have high allegiance to the business
organization in which they work.

9)

_______
Answer

True

False

10)

External conditions tend to have little influence on group performance.

10)

______
Answer

True

False
 11)

A group's performance potential depends to a large extent on the individual resources its members bring to the group.

11)

______
Answer

True

False

12)

Work groups are unorganized crowds.

12)

______
Answer

True

False

13)

The impact that group pressures for conformity can have on an individual member's judgment and attitudes was
demonstrated in research by Solomon Asch.

13)

______
Answer

True

False

14)

An advantage of group decisions is that they increase acceptance of a solution.

14)
______
Answer

True

False

15)

The human relations view of conflict held that conflict must be avoided because it indicates a malfunctioning within the
group.

15)

______
Answer

True

False

16)

Resolving conflicts by placing another's needs and concerns above one's own is termed forcing.

16)

______
Answer

True

False

17)

Compromise offers the ultimate win-win solution to conflict.

17)

______
Answer

True
False

18)

While there are no reliable statistics about the extent of usage of teams in Arab countries, it can be assumed that such
usage is on the rise.

18)

______
Answer

True

False

19)

Informal groups are not very common in Arab workplaces.

19)

______
Answer

True

False

20)

The presence of informal groups is always disastrous to an organization.

20)

______
Answer

True

False

21)
A work team discusses, decides, and delegates together.

21)

______
Answer

True

False

22)

A problem-solving team brings together experts in various specialties to work together on various organizational tasks.

22)

______
Answer

True

False

23)

A formal group of employees who operate without a manager and are responsible for a complete work process or
segment is referred to as the self-managed team.

23)

______
Answer

True

False

24)

Cross-functional teams are teams that use technology to link physically dispersed members in order to achieve a common
goal.

24)

______
 Answer

True

False

25)

Virtual teams use computer technology to link members to achieve a common goal.

25)

______
Answer

True

False

26)

Interpersonal skills are not necessarily needed for a team to be effective.

26)

______
Answer

True

False

27)

Mutual trust is important in developing effective teams.

27)

______
Answer

True

False
 28)

Negotiating skills are important in creating effective teams.

28)

______
Answer

True

False

29)

A drawback of global teams is the increased groupthink.

29)

______
Answer

True

False

30)

A benefit of global teams is that there is an increased attention on understanding others' ideas and perspectives.

30)

______
Answer

True

False

31)

In Australia, although status is important, it tends to be given based on titles and family history rather than on
accomplishments.
31)

______
Answer

True

False

32)

In global teams, cohesiveness is often more difficult to achieve because of higher levels of mistrust, miscommunication,
and stress.

32)

______
Answer

True

False

33)

When people need help getting a job done, they'll choose a friendly colleague over someone who may be more capable.

33)

______
Answer

True

False

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
34)

Which of the following statements about groups is true?

34)

______
A)
The definition of groups suggests that a group is two or more people put together for any reason.
B)

You need five or more people to be considered a work group.

C)

Groups can be either formal or informal.

D)

Formal groups are aimed at specific social agendas.

Answer

35)

________ are work groups established by the organization that have designated work assignments and specific tasks.

35)

______
A)

Informal groups

B)

Formal groups
C)

Cross-functional groups

D)

Tasks groups
Answer

36)

Which of the following would be considered a formal group?

36)

______
A)

Task force for employee birthday celebrations.

B)

Bringing people from various functions to solve a business dilemma.

 C)

Bowling team.
D)

Reading group.
Answer

37)

Which of the following formal groups are essentially independent groups, which, in addition to their regular job, take on
tasks such as hiring, performance evaluations, and so forth?

37)

______
A)

Self-managed teams.

B)

Business unit alliances.

C)

Cross-functional teams.

D)

Command groups.
Answer

38)

Which of the following is not a type of formal group?

38)

______
A)

Business unit alliances.

B)

Command groups.
C)
Cross-functional teams.

D)

Task groups.
Answer

39)

Group development is ________.

39)

______
A)

necessary if individual performance is to be maximized

B)

a dynamic process
C)

the result of leader behavior

D)

maximized when group members' individual performance is maximized

Answer

40)

The forming stage of group development consists of ________.

40)

______
A)

duties being identified and performed

B)

gaining power and status

C)

people joining because of personal benefits to the individual

D)

two phases
 Answer

41)

The ________ stage is complete when members begin to think of themselves as part of a group.

41)

______
A)

forming

B)

norming

C)

performing

D)

storming
Answer

42)

When the ________ stage is complete, there will be a relatively clear hierarchy of leadership within the group and
agreement on the group's direction.

42)

______
A)

performing

B)

forming

C)

storming

D)
norming
Answer

43)

The task of defining the group's purpose, structure, and leadership is part of the ________ stage.

43)

______
A)

forming

B)

performing

C)

norming

D)

storming
Answer

44)

In the ________ stage, a strong sense of group identity and camaraderie occurs.

44)

______
A)

performing

B)

norming

C)

storming

D)
forming
Answer

45)

Norming occurs when ________.

45)

______
A)

individuals demonstrate their own cohesiveness

B)

close relationships develop and the group demonstrates cohesiveness

C)

leadership is team focused

D)

storming ends
Answer

46)

The ________ stage is complete when the group structure solidifies and the group has assimilated a common set of
expectations of what defines correct member behavior.

46)

______
A)

performing

B)

storming

C)

norming

D)

forming
 Answer

47)

In the ________ stage, high levels of task performance are not the group's top priority any longer.

47)

______
A)

adjourning

B)

storming

C)

norming

D)

forming
Answer

48)

The success or failure of a group is affected by group attributes such as abilities of the group's members, the size of the
group, ________.

48)

______
A)

the level of conflict within the group, and the leader

B)

the level of conflict, and the internal pressures on the members to conform to the group's norms
C)

the ability of the group's members to conform, and the clarity of the goal
D)

the value of the goal to the group, and the level of conflict within the group
Answer
B

49)

Which of the following is an example of group member resources?

49)

______
A)

Expected behaviors imposed from the central office.

B)

The group leadership.

C)

The group size.

D)

Group member personalities.

Answer

50)

Which of the following personality traits tends to have a positive impact on group productivity and morale?

50)

______
A)

Self-reliance

B)

Dominance
C)

Authoritarianism

D)

Unconventionality
Answer

51)
All of the following have a negative effect on productivity and morale of groups except ________.

51)

______
A)

authoritarianism

B)

dominance
C)

independence

D)

unconventionality
Answer

52)

Which of the following personality traits tends to have a negative impact on group productivity and morale?

52)

______
A)

Independence

B)

Dominance

C)

Sociability

D)

Self-reliance
Answer

53)
Behavior patterns expected of someone occupying a given position in a social unit is called ________.

53)

______
A)

conformity

B)

social status
C)

group cohesiveness

D)

a role
Answer

54)

An individual confronted by different role expectations has encountered role ________.

54)

______
A)

conflict

B)

identification

C)

purpose

D)

ambiguity
Answer

55)
The acceptable standards or expectations that are shared by the group's members are referred to as ________.

55)

______
A)

norms

B)

values

C)

morals

D)

roles
Answer

56)

A new commercial bank employee who notices stares from other officers because he does not wear conservative work
attire is experiencing what aspect of groups?

56)

______
A)

Role conflict

B)

Cohesiveness conflict
C)

Status separation

D)

Norms
Answer

57)
Work group norms are ________.

57)

______
A)

very powerful in influencing an individual's performance

B)

never powerful in influencing an individual's performance

C)

sometimes productive in influencing an individual's performance

D)

always powerful in influencing an individual's performance

Answer

58)

The findings of Asch's experiment utilizing lines of different lengths relate to ________.

58)

______
A)

role conflict

B)

job status
C)

workplace conformity

D)

work group cohesiveness

Answer

59)

Prestige grading, position, or rank within a group is ________.

59)
______
A)

leadership

B)

membership

C)

status

D)

management
Answer

60)

Which of the following is an accurate statement regarding status systems?

60)

______
A)

Status is a contemporary research topic.

B)

Status is a weak motivator compared to other group issues.

C)

Education is an informal status characteristic.

D)

People generally have difficulty classifying people into status categories.

Answer

61)

Age, skill, and experience are examples of which of the following?

61)

______
A)
Individual status categories.

B)

In-group status categories.

C)

Formal status categories.

D)

Informal status categories.

Answer

62)

________ occurs when a supervisor is earning less than his or her subordinates.

62)

______
A)

Group incohesiveness

B)

Role conflict
C)

Conflict

D)

Status incongruence
Answer

63)

According to the group behavior model, group size is an example of what factor of group determination of effectiveness?

63)

______
A)

Group processes
 B)

External conditions
C)

Group structure

D)

Group tasks
Answer

64)

In comparison to large groups, small groups ________.

64)

______
A)

have shorter group tenure

B)

are better at obtaining diverse input

C)

are faster at completing tasks

D)

tend to be more homogeneous

Answer

65)

Large groups consistently get better results than smaller ones, when the group is involved in ________.

65)

______
A)

free rider tendency

B)
problem solving
C)

a fast and appropriate decision

D)

goal clarity
Answer

66)

The "free rider" tendency explains why ________.

66)

______
A)

there is always one person who does not work as hard as other group members
B)

individual contribution often decreases because the person believes their contribution can't be measured.
C)

group productivity grows in a linear fashion

D)

the productivity of groups is exponential

Answer

67)

Which of the following is a potential means of limiting the free rider effect?

67)

______
A)

Rewarding groups collectively, not individually.

B)

Never allowing an outsider into a group once it is formed.

C)

Providing merit pay that is proportional to group effectiveness.

 D)

Being able to identify individual responsibility.

Answer

68)

The degree to which members are attracted to a group and share the group's goals is referred to as group ________.

68)

______
A)

diversity

B)

expansion

C)

cohesiveness

D)

norms
Answer

69)

Research has shown that highly cohesive groups are ________ than less-cohesive groups.

69)

______
A)

less effective

B)

less efficient

C)

more efficient
 D)

more effective
Answer

70)

When cohesiveness is low and goals are not supported, cohesiveness has ________ on productivity.

70)

______
A)

no significant effect

B)

a significant effect
C)

a consistent effect

D)

a marginal effect
Answer

71)

Which of the following is not an advantage of group decision making over individual decision making?

71)

______
A)

Groups generate more diverse alternatives.

B)

There is increased legitimacy of the decision.

C)

There is less acceptance of a solution.

D)

Groups provide more complete information.

 Answer

72)

Which of the following is an advantage of group decisions?

72)

______
A)

Individuals have ambiguous responsibility.

B)

They generate more complete information and knowledge.

C)

They are influenced by minority domination.

D)

They are time consuming.

Answer

73)

Which of the following is true concerning groups?

73)

______
A)

Groups tend to have equal participation rates.

B)

There is definite ownership of responsibility.

C)

There is little pressure to conform.

D)

Groups take more time to make a decision.

Answer

74)
Which of the following is true concerning the effectiveness of individual decision making over group decision making?

74)

______
A)

Individuals tend to be more accurate.

B)

Individuals are less accepting of the final decision.

C)

Individuals are always outperformed by groups.

D)

Individuals are more creative than groups.

Answer

75)

The ________ view of conflict argues that conflict must be avoided and that it indicates a problem within the group.

75)

______
A)

human relations

B)

interactionist
C)

dysfunctional

D)

traditional
Answer

76)

Which view of conflict sees it as absolutely necessary for effective organizational performance?

76)
______
A)

Conservative view

B)

Interactionist view
C)

Contemporary view

D)

Human relations view

Answer

77)

The type of conflicts that the interactionist says support the goals of the organization are known as ________.

77)

______
A)

natural conflicts

B)

functional conflicts
C)

goal-oriented conflicts

D)

strategic conflicts
Answer

78)

________ prevent a group from achieving its goals.

78)

______
 A)

Command groups

B)

Dysfunctional conflicts
C)

Informal groups

D)

Cross-functional teams
Answer

79)

Which of the following is not identified as a type of conflict that differentiates functional from dysfunctional conflict?

79)

______
A)

Ethical conflict

B)

Process conflict
C)

Task conflict

D)

Relationship conflict
Answer

80)

When conflict levels are too high, managers can select from ________ conflict-management options.

80)

______
A)
three

B)

four

C)

six

D)

five
Answer

81)

Which of the following is not mentioned as a conflict-management option?

81)

______
A)

Contradiction

B)

Avoidance
C)

Accommodation

D)

Compromise
Answer

82)

Withdrawing from or suppression of conflict is termed ________.

82)

______
A)
collaborating

B)

avoidance
C)

accommodation

D)

forcing
Answer

83)

Research evidence suggests that teams typically outperform individuals when ________.

83)

______
A)

responsibility is ambiguous
B)

the tasks being done require multiple skills, judgment, and experience
C)

the tasks need to be done in a timely manner

D)

one or more members are allowed to dominate the other team members
Answer

84)

Managers have found that teams are ________ to changing events than are traditional departments or other permanent
work groups.

84)

______
A)

less flexible and more responsive

 B)

more flexible and less responsive

C)

less flexible and responsive

D)

more flexible and responsive

Answer

85)

Which statement is incorrect regarding the role of informal groups?

85)

______
A)

Informal groups help in the alignment of organizational goals and individual needs.
B)

Informal groups help ensure smooth implementation of unpopular management policies.

C)

Informal groups help to reduce group members' uncertainty, especially for newcomers.
D)

Informal groups help enable members to have a better understanding of the organization's politics.
Answer

86)

________ interact primarily to share information and to make decisions to help each member do his or her job more
efficiently and effectively.

86)

______
A)

Informal teams

B)
Work teams

C)

Work groups

D)

Formal teams
Answer

87)

________ are teams from the same department or functional area that are involved in efforts to improve work activities or
to solve specific problems.

87)

______
A)

Problem-solving teams

B)

Cross-functional teams
C)

Functional teams

D)

Self-managed work teams

Answer

88)

A work group ________.

88)

______
A)

has a specific team purpose that the group itself delivers

B)

measures performance directly by assessing collective work products

 C)

runs efficient meetings

D)

encourages open-ended discussion and active problem-solving meetings

Answer

89)

A ________ has a strong, clearly focused leader.

89)

______
A)

social team

B)

work team

C)

work group

D)

sports team
Answer

90)

A ________ is characterized by individual and mutual accountability.

90)

______
A)

work team

B)

sports team
 C)

social team

D)

work group
Answer

91)

A work team ________.

91)

______
A)

measures its effectiveness indirectly by its influence on others

B)

has shared leadership roles

C)

is characterized by individual accountability

D)

creates individual work products

Answer

92)

What type of team is rarely given the authority to unilaterally implement any of their suggested actions?

92)

______
A)

self-managed

B)

cross-functional
C)

virtual
 D)

problem-solving
Answer

93)

Bringing together organizational members from marketing, accounting, human resources, and finance to work on a task
would be an example of a ________ team.

93)

______
A)

specific

B)

temporary
C)

functional

D)

cross-functional
Answer

94)

________ teams tend to be more task-oriented especially if the team members have never personally met.

94)

______
A)

Cross-functional

B)

Virtual
C)

Problem-solving
 D)

Self-managed
Answer

95)

High-performance teams tend to have ________ goals.

95)

______
A)

multiple

B)

clear

C)

public

D)

difficult
Answer

96)

To be effective, teams should ________.

96)

______
A)

have formal documentation

B)

have relevant skills

C)

have low mutual trust among members

 D)

hold firm in their positions

Answer

97)

________ is characterized by dedication to the team's goals and a willingness to expend extraordinary amounts of energy
to achieve them.

97)

______
A)

Unified commitment

B)

Negotiating skills
C)

Mutual trust

D)

Relevant skills
Answer

98)

In a football team, a defender who raises his hand indicating to a distant teammate that he will cover against an offensive
play is exhibiting what characteristic of effective teams?

98)

______
A)

Unified commitment

B)

Good communication
C)

Clear goals
 D)

Mutual trust
Answer

99)

Which role of leadership is associated with effective teams?

99)

______
A)

Salesperson

B)

Directive

C)

Facilitator

D)

Controlling
Answer

100)

Providing a pay system that appropriately recognizes team activities is an example of what characteristic of effective
teams?

100)

_____
A)

Good communication

B)

Negotiating skills
C)

Internal and external support

 D)

Appropriate leadership
Answer

101)

What is a drawback of global teams?

101)

_____
A)

There is less diversity of ideas.

B)

There is a greater potential for stereotyping.

C)

There is a decreased attention on understanding others' ideas and perspectives.

D)

Groupthink is a greater problem because members are more likely to feel pressured to conform to the ideas, conclusions,
and decisions of the group.
Answer

102)

What is a benefit of global teams?

102)

_____
A)

There is a greater trust among team members.

B)

There are fewer communication problems.

C)

There is less stress and tension.

D)

There is a greater diversity of ideas.

Answer
D

103)

Understanding the relationship between group performance and group member resources is made more challenging
________.

103)

_____
A)

as the resources decline

B)

in global organizations in which cross-cultural groups are prevalent

C)

in organizations that have customers in other countries

D)

as the group size increases

Answer

104)

Which of the following is an accurate statement regarding status systems?

104)

_____
A)

Managers must understand who and what holds status when interacting with people from a culture different from their
own.
B)

Social status is not important in Arab organizations.

C)

Family status is irrelevant in Arab organizations.

D)

While family is important in Arab organizations, failing to grasp its importance does not -in reality- impact on
interpersonal effectiveness.
Answer

A
 105)

Research on conformity suggests that ________.

105)

_____
A)

conformity does not apply to global teams

B)

groupthink tends to be more of a problem in global teams

C)

conformity tends to be higher in individualistic cultures than in collectivist cultures

D)

conformity is culture-bound
Answer

106)

Status for ________ tends to come from family position and formal roles held in organizations.

106)

_____
A)

Asians

B)

the French

C)

Americans

D)

Australians
Answer

107)
In global teams, social loafing ________.

107)

_____
A)

is consistent with cultures that are dominated by self-interest

B)

has an Eastern bias

C)

is not an issue
D)

is consistent with collectivist cultures

Answer

108)

What is not identified as part of the manager's role in managing global teams?

108)

_____
A)

Managers must be sensitive to the unique differences of each member of the global team.
B)

Managers should focus on developing communication skills.

C)

Managers should clarify team members' roles.

D)

Managers must consider cultural differences when deciding what type of global team to use.
Answer

109)

________ is the pattern of informal connections among individuals within groups.

109)

_____
 A)

A global team

B)

The social network structure

C)

A work group

D)

A work team
Answer

110)

Which of the following does not improve team effectiveness in the Arab context?

110)

_____
A)

Creating rewards for team performance and results, not just individual performance and
accomplishments.
B)

Putting people with good family connections in positions of team leadership.

C)

Continuously training employees on proper collaboration and communication

in a team environment.
D)

Helping employees realize the importance of commitment to the organization and not to
particular narrow group affiliations.
Answer

111)

All of these are ways to improve teamwork in Arab contexts except ________.

111)

_____
 A)

ensuring fairness and transparency

B)

training employees on proper collaboration

C)

creating rewards for team performance

D)

giving employees meaningful breaks between job assignments

Answer

A New Group (Scenario)

Ibrahim had been away from his old company, Control Tech, for a while. He remembered that when he worked there 10
years ago, the company was very traditional and conservative. The lines of authority and responsibility were established
and clear. Now, it felt ironic that he was managing the consulting team that was going to help bring a group orientation
into being. In addition to the traditional hierarchy, with a manager and subordinates, he saw a need to introduce teams
comprised of individuals from various work areas to help solve operational problems. He also felt that, for certain
projects, there could be groups that function essentially independently, even taking on traditional management
responsibilities such as hiring, planning, and scheduling. Plus, he also saw real potential for special, temporary projects to
be handled by groups that would disband once the task was completed.

112)

Ibrahim knows that groups consist of ________ interacting and interdependent individuals who come together to achieve
particular objectives.

112)

_____
A)

five or more

B)

two or more

C)

10 or more

D)

at least three
Answer

B
 113)

Ibrahim recognized that ________ are characterized with the traditional hierarchy of a manager and subordinates.

113)

_____
A)

task groups

B)

cross-functional teams
C)

command groups

D)

self-managed teams
Answer

114)

The temporary groups Ibrahim talked about, created to achieve a special task and then disband, are known as ________.

114)

_____
A)

self-managed teams

B)

command groups
C)

cross-functional teams

D)

task groups
Answer

D
 115)

The groups that comprise individuals from various areas working on operational problems are best described as
________.

115)

_____
A)

cross-functional teams

B)

command groups
C)

self-managed teams

D)

task groups
Answer

116)

Ibrahim also saw a need for ________, which are essentially independent groups taking on traditional management
responsibilities.

116)

_____
A)

self-managed teams

B)

command groups
C)

cross-functional teams

D)

task groups
Answer

A
The Retreat (Scenario)

The first-line managers were sent on a retreat for their inaugural strategic planning meeting. Few people knew each
other, but their task was clear design a new performance appraisal system for subordinates that will be effective and
usable. Their years of complaining about the old system had landed them with this new responsibility. They had 4 days to
become brilliant, and everyone was a little on edge. The first day, little was accomplished except for the jockeying to see
who would be the official leader. Finally, Jassem seemed to get control and helped provide the first real direction for the
group. By the second day, the group seemed to begin working well. They spent the morning deciding how they would
make decisions within the group and how to manage the idea-generation process. On the third and fourth days, the new
managers moved amazingly quickly, with ideas flowing freely. By the end of the fourth day, they had a workable system
developed, and they felt satisfied. That night they all signed the new document to be presented to the regional manager
the next day. They all felt a pain of regret at having to break up the group and return to normal work life.

117)

The stage of group development characterized by their being at the retreat for a business reason is known as ________.

117)

_____
A)

adjourning

B)

storming

C)

performing

D)

forming
Answer

118)

The group was in the ________ stage when they were competing to see who would lead the group.

118)

_____
A)

forming

B)
performing

C)

adjourning

D)

storming
Answer

119)

When the management group was deciding on their decision rules, they were in the ________ stage of group
development.

119)

_____
A)

adjourning

B)

norming

C)

storming

D)

forming
Answer

120)

In the third and fourth days of the retreat, the managers were in the ________ stage of group development.

120)

_____
A)

performing
 B)

adjourning

C)

forming

D)

storming
Answer

121)

When the management team left the retreat to return to their workplace, they had just completed the ________ stage of
group development.

121)

_____
A)

performing

B)

forming

C)

storming

D)

adjourning
Answer

Kangaroo (Scenario)

Kangaroo Manufacturing Co. has been utilizing groups to improve their manufacturing process. The groups have been
starting and stopping for the last 3 years. Some of the most successful groups were together for only a few months and
others have been together for over a year and a half with little to no success. Management has requested your consulting
expertise in determining why there were varied successes and failures. Your analysis of the system indicates that part of
the explanation for the diversity of results could simply be the development stage of the group.

122)
Group A has been meeting for 11 months and seems to be having some difficulty in getting all 10 of the members together
at one time. Several of the middle-level managers have been promoted and transferred to other functional areas or to
other facilities of the company. To date, the group has had 18 members at one time or another making up the 10 allocated
by management. The group cannot develop a focus on its objectives. Group A is at the ________ stage.

122)

_____
A)

storming

B)

performing

C)

forming

D)

norming
Answer

123)

Group B has been meeting for one month and is seen as having some difficulty in establishing its leader. At least three
individuals are qualified to keep the group's focus on its objectives and in an orderly manner, but the group hasn't
concluded as to which person will lead. Group B is at the ________ stage.

123)

_____
A)

norming

B)

storming

C)

performing

D)

forming
 Answer

124)

Group C has been meeting for 4 months and presents itself as having close relationships between its members,
considerable cohesiveness, and a focus on its objectives. Group C is at the ________ stage.

124)

_____
A)

adjourning

B)

forming

C)

norming

D)

storming
Answer

125)

Group D has been meeting for 2 months and seems to be progressing extremely well. Your observation indicates that the
group meets and spends about 5 minutes chatting, moves to the meeting area, and begins by reviewing the decisions of
the last meeting and then goes about their discussion, focuses on the group's objectives, makes new assignments, and
returns to their functional job duties. Group D is currently at the ________ stage.

125)

_____
A)

performing

B)

norming

C)
storming

D)

adjourning
Answer

126)

Group E has been meeting for less than 2 years and seems to be at the stage where there are only four more prints to be
distributed to engineering and production for final consideration before prototype production begins on the latest model
of product S. Only four of the original nine members remain active in the group. Group E is at the ________ stage.

126)

_____
A)

norming

B)

adjourning

C)

performing

D)

forming
Answer

The New Professor (Scenario)

Samir has recently received his Ph.D. and has begun teaching at a large university. Prior to his first day of class, Samir's
department head had lunch with him and explained what was expected of a new professor in terms of maintaining
discipline in his classroom, providing students with a challenging course, and keeping grades down. Later that week
Samir met with other professors in a faculty meeting. During that meeting, a number of issues were discussed and,
although Samir did not agree with all of them, he did not feel comfortable discussing his position because he was a new
assistant professor and the others were more senior. However, in watching the reactions of other professors, he got the
feeling that some of them disagreed with a few issues, too, but did not want to say anything because doing so might be
disruptive.

127)

When Samir gave his first exam of the semester, he remembered his chair's advice to maintain the department's tough
standards. However, he knew that if he did so his students would be very disappointed and may lose their motivation
and some may have their grade averages negatively impacted. In this situation Samir is experiencing ________.

127)

_____
A)

status differentials

B)

social loafing
C)

groupthink

D)

role conflict
Answer

128)

When Samir's department head was discussing the department's acceptable standards and expectations that all of the
professors held regarding grading, he was sharing the group's ________ with Samir.

128)

_____
A)

status

B)

roles

C)

norms

D)

cohesiveness
Answer

129)
The reluctance of Samir's senior professors to voice their opposition to several issues in order to maintain group harmony
is an example of ________.

129)

_____
A)

social loafing

B)

groupthink

C)

role ambiguity

D)

role conflict
Answer

130)

In Samir's first faculty meeting, his reluctance to say anything because he was a new professor reveals that he was
conscious of his ________.

130)

_____
A)

norms

B)

group

C)

status

D)

expectations
Answer

C
 131)

Midway through his first semester, one of the teams in Samir's class came to him with a problem. Of the four team
members, all of them were doing their jobs except Rami. The group had agreed to have Rami as a member since they all
knew he had a high GPA and worked hard on all of his individual assignments. However, as a team member the group
agreed that they were not getting Rami's best efforts. They felt like he was not working as hard as a group member as he
was as an individual. Samir quickly diagnosed the problem as one of ________.

131)

_____
A)

social loafing

B)

role conflict
C)

status differentials

D)

groupthink
Answer

132)

After Samir's students left his office he was thinking about whether it was worth the extra effort to make his students
complete group assignments. He knew that working together could be challenging but he wanted his students to
recognize the benefits of group decision making including ________.

132)

_____
A)

ambiguous responsibility

B)

generating more diverse alternatives

C)

minority domination

D)

pressures to conform
 Answer

Conflicting Opinions (Scenario)

Two vice presidents were in heated debate. Saadia feels that the traditional form of marketing their company is using isn't
working any more and that loyal customers would stay regardless. She feels the company needs to "spice it up a bit" and
go after new market share. Majdi disagrees vehemently. He feels the company is doing fine; they have a good base of
loyal customers, and new aggressive approaches may lose them without any guarantee of gaining new customers.
Regardless of who is right, their battle was causing a stir in the organization. Some felt that conflict like this hurt the
company and made it appear weak to employees and stockholders. Others felt that this conflict over marketing strategies
was bound to occur eventually and may even help the company. Still others even encouraged such conflict; they think it
keeps the company from getting stuck.

133)

Those in the company who view the conflict over the marketing strategy as bad and harmful have a ________ view of
conflict.

133)

_____
A)

interactionist

B)

human relations
C)

traditional

D)

conservative
Answer

134)

Those in the company who view the conflict over the marketing strategy as natural and inevitable have a ________ view
of conflict.

134)

_____
A)

human relations
 B)

interactionist
C)

conservative

D)

strategic
Answer

135)

Those in the company who encourage the conflict over the marketing strategy have a(n) ________ view of conflict.

135)

_____
A)

conservative

B)

human relations
C)

interactionist

D)

strategic
Answer

136)

Conflict that supports the organization's goals is considered ________ conflict.

136)

_____
A)

accepted

B)
inevitable

C)

functional

D)

standard
Answer

137)

Conflict that prevents the organization from achieving its goals is considered ________.

137)

_____
A)

negative

B)

nonstrategic

C)

destructive

D)

dysfunctional
Answer

Strato Engineering (Scenario)

Recently Strato Engineering, a technology product company, began the use of a team (1) to develop the next generation of
the company's model CVF-D. The team is composed of the product development manager, chief engineer, director of
procurement, human resource directortechnology, marketing research director, cost analysis director, operations
directorproduction, and the four highest-dollar project vendors. The preliminary projection for the lifetime of the team
to prototype-production is expected to be 2 years due to the level of technology involved in the product. Another team (2)
has also been established recently to solve a new problem with an adhesive used to attach a thin-foil material to a finished
metal surface. There are three members in this team installer, engineer, and sales representative for the adhesive
manufacturer, and no one particular leader. It is anticipated that it will require about 2 days to solve the problem. Another
team (3) has been working together for 4 years implementing modifications to the company's current model CVF-C. It is
composed of members in the areas of procurement, engineering, production, major vendors, and Strato Engineering
customers' procurement agents. None of the members of this team are at the same location. They utilize a variety of
graphic-electronic technologies to view the product onscreen in three-dimension at each location simultaneously. At the
Denver facility, a team (4) has been formed to stamp a new part. It requires four members, and they rotate jobs every 2
hours. Before beginning the workday, they meet for about 10 minutes and discuss the work that needs to be completed
that day. The team makes most of the day-to-day decisions about their work responsibilities.

138)

Team 4 at the Denver facility is a ________ team.

138)

_____
A)

self-managed

B)

problem-solving
C)

cross-functional

D)

virtual
Answer

139)

Team 2 that is working on the adhesive problem is a ________ team.

139)

_____
A)

virtual

B)

cross-functional
C)

self-managed

D)

problem-solving
 Answer

140)

Team 1 that is working on the model CVF-D is a ________ team.

140)

_____
A)

virtual

B)

self-managed
C)

problem-solving

D)

cross-functional
Answer

141)

Team 3 that is working on model CVF-C modifications is a ________ team.

141)

_____
A)

self-managed

B)

problem-solving
C)

cross-functional

D)

virtual
Answer
D

ESSAY. Write your answer in the space provided or on a separate sheet of paper.
142)

In a short essay, define formal groups and list and describe four examples of formal groups.
Answer

Formal groups are work groups established by an organization that have designated work assignments and specific tasks.
In formal groups, appropriate behaviors are established by and directed toward organizational goals. Types of formal
group include
a. Command groupsthese are traditional work groups determined by the organizational chart and composed of
individuals who report directly to a given manager. They typically include a manager and those subordinates who report
directly to him or her.
b. Cross-functional teamsthese bring together the knowledge and skills of individuals from various work areas in
order to come up with solutions to operational problems. Cross-functional teams also include groups whose members
have been trained to do each other's jobs.
c. Self-managed teamsthese are essentially independent groups that, in addition to doing their operating jobs, take on
traditional management responsibilities such as hiring, planning and scheduling, and performance evaluations.
d. Task forcesthese are temporary groups created to accomplish a specific task. Once the task is complete, the group is
disbanded.

143)

In a short essay, list and discuss the five stages of group development.
Answer

Research shows that groups pass through a standard sequence of five stages. These five stages are forming, storming,
norming, performing, and adjourning.
a. The first stage, forming, has two phases. First, people join the group either because of a work assignment, in the case
of a formal group, or for some other desired benefit (such as status, self-esteem, affiliation, power, or security), in the case
of an informal group. Once the group's membership is in place, the second part of the forming stage begins the task of
defining the group's purpose, structure, and leadership. This phase is characterized by a great deal of uncertainty.
Members are "testing the waters" to determine what types of behavior are acceptable. This stage is complete when
members begin to think of themselves as part of a group.
b. The storming stage is one of intragroup conflict. Members accept the existence of the group but resist the control that
the group imposes on individuality. Furthermore, there is conflict over who will control the group. When this stage is
complete, there will be a relatively clear hierarchy of leadership within the group and agreement on the group's direction.
c. The third stage is one in which close relationships develop and the group demonstrates cohesiveness. There's now a
strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and
the group has assimilated a common set of expectations of what defines correct member behavior.
d. The fourth stage is performing. The group structure at this point is fully functional and accepted. Group energy has
moved from getting to know and understand each other to performing the task at hand. Performing is the last stage in the
development of permanent work groups. Temporary groupssuch as committees, task forces, and similar groupsthat
have a limited task to perform have a fifth stage adjourning.
e. In the adjourning stage, the group prepares to disband. High levels of task performance are no longer the group's top
priority. Instead, attention is directed at wrapping up activities. Responses of group members vary at this stage. Some are
upbeat, basking in the group's accomplishments. Others may be saddened by the loss of camaraderie and friendships
gained during the work group's life.

144)
In a short essay, discuss the major components that determine group performance and satisfaction.
Answer

a. External conditions imposed on the groupto understand behavior of work groups, you need to recognize they're
part of a larger organization. As a part of a larger organizational system, a work group is influenced by external
conditions imposed on it from outside. These external conditions include the organization's strategy, authority
relationships, formal rules and regulations, availability of organizational resources, employee selection criteria, the
organization's performance management system and culture, and general physical layout of the group's work space.
b. Group member resourcesa group's performance potential depends to a large extent on the individual resources its
members bring to the group. These include members' knowledge, abilities, skills, and personality characteristics.
c. Group structurework groups aren't unorganized crowds. They have an internal structure that shapes members'
behavior and makes it possible to explain, predict, and influence a large portion of individual behavior within the group
as well as the performance of the group itself. This structure defines member roles, norms, conformity, status systems,
group size, group cohesiveness, and formal leadership positions.
d. Group processesthe next component in our group behavior model concerns the processes that go on within a work
groupthe communication patterns used by members to exchange information, group decision processes, power
dynamics, conflict management, and the like. These processes are important to understanding work group behavior
because in groups, one and one don't necessarily add up to two. Every group begins with a potential defined by its
constraints, resources, and structure. Then you add in the positive and negative process factors created within the group
itself.
e. Group tasksthe impact that group processes have on group performance and member satisfaction is modified by the
task the group is doing. More specifically, the complexity and interdependence of tasks influence the group's effectiveness.
Tasks can be generalized as either simple or complex. Simple tasks are routine and standardized. Complex tasks are ones
that tend to be novel or nonroutine.

145)

In a short essay, identify six of the aspects of group structure.

Answer

a. Rolesa role refers to behavior patterns expected of someone occupying a given position in a social unit. In a group,
individuals are expected to do certain things because of their position (role) in the group. These roles tend to be oriented
toward either task accomplishment or toward maintaining group member satisfaction.
b. Normsall groups have normsstandards or expectations that are accepted and shared by a group's members. Norms
dictate factors such as work output levels, absenteeism, promptness, and the amount of socializing allowed on the job.
Although a group has its own unique set of norms, common organizational norms focus on effort and performance, dress,
and loyalty.
c. Conformitybecause individuals want to be accepted by groups to which they belong, they're susceptible to
conformity pressures. As group members, we often want to be considered one of the group and to avoid being visibly
different. We find it more pleasant to be in agreement than to be disruptive, even if disruption may be necessary to
improve the effectiveness of the group's decisions. So we conform. But conformity can go too far, especially when an
individual's opinion of objective data differs significantly from that of others in the group. When this happens, the group
often exerts extensive pressure on the individual to align his or her opinion to conform to others' opinions, a phenomenon
known as groupthink.
d. Status systemsstatus is a prestige grading, position, or rank within a group. As far back as researchers have been
able to trace groups, they have found status hierarchies. Status systems are an important factor in understanding
behavior. It's a significant motivator and has behavioral consequences when individuals see a disparity between what
they perceive their status to be and what others perceive it to be.
e. Group sizelarge groupsthose with a dozen or more membersare good for getting diverse input. Thus, if the goal
of the group is to find facts, a larger group should be more effective. On the other hand, smaller groups are better at doing
something productive with those facts. Groups of approximately seven members tend to be more effective for taking
action. One important finding related to group size is social loafing, which is the tendency for an individual to expend less
effort when working collectively than when working individually.
f. Group cohesivenessgroup cohesiveness is the degree to which members are attracted to a group and share the
group's goals. Cohesiveness is important because it has been found to be related to a group's productivity.

146)

In a short essay, compare groups and teams.

Answer

A group is defined as two or more interacting and interdependent individuals who come together to achieve particular
goals. Work teams are different from work groups and have their own unique traits. Work groups primarily interact to
share information and to make decisions to help each member do his/her job more efficiently and effectively. These
groups have no need or opportunity to engage in collective work that requires joint effort. On the other hand, work teams
are groups whose members work intensely on a specific, common goal using their positive synergy, individual and
mutual accountability, and complementary skills. In a work team, the combined individual efforts of team members result
in a level of performance that is greater than the sum of those individual inputs.

147)

In a short essay, identify two advantages and two disadvantages of group decision making.
Answer

Advantages
a. Generates more complete information and knowledge; a group brings a diversity of experience and perspectives
to the decision process that an individual cannot.
b. Generates more diverse alternatives; because groups have a greater amount and diversity of information, they can
identify more diverse alternatives than an individual.
c. Increases acceptance of a solution; group members are reluctant to fight or undermine a decision they have
helped develop.
d. Increases legitimacy; decisions made by groups may be perceived as being more legitimate than decisions made
unilaterally by one person.

Disadvantages
a. Time consuming; groups almost always take more time to reach a solution than it would take an individual.
b. Minority domination; the inequality of group members creates the opportunity for one or more members to
dominate others. A dominant and vocal minority frequently can have an excessive influence on the final decision.
c. Pressures to conform; as we know from our earlier discussion, there are pressures to conform in groups.
Groupthink undermines critical thinking in the group and eventually harms the quality of the final decision.
d. Ambiguous responsibility; group members share responsibility, but the responsibility of any single member is
diluted.

148)

In a short essay, list and describe the four most common types of teams likely to be found in today's organizations.
Answer

a. Problem-solving teamsthese teams are teams from the same department or functional area, that are involved in
efforts to improve work activities or to solve specific problems. In problem-solving teams, members share ideas or offer
suggestions on how work processes and methods can be improved. However, these teams are rarely given the authority
to unilaterally implement any of their suggested actions.
b. Self-managed teamsthese teams are formal groups of employees who operate without a manager and are
responsible for a complete work process or segment. The self-managed team is responsible for getting the work done and
for managing themselves. This usually includes planning and scheduling of work, assigning tasks to members, collective
control over the pace of work, making operation decisions, and taking action on problems.
c. Cross-functional teamsthese teams are a hybrid grouping of individuals who are experts in various specialties and
who work together on various tasks.
d. Virtual teamsthese are teams that use computer technology to link physically dispersed members in order to achieve
a common goal. In a virtual team, members collaborate using communication links such as wide area networks,
videoconferencing, fax, e-mail, or even websites where the team can hold online conferences. Virtual teams can do all the
things that other teams canshare information, make decisions, and complete tasks; however, they miss the normal give-
and-take of face-to-face discussions. Because of this omission, virtual teams tend to be more task oriented especially if the
team members have never personally met.

149)

In a short essay, list and discuss five of the eight characteristics that are associated with effective teams.
Answer

a. Clear goals High-performance teams have a clear understanding of the goal to be achieved. Members are committed
to the team's goals, know what they're expected to accomplish, and understand how they will work together to achieve
these goals.
b. Relevant skills Effective teams are composed of competent individuals. They have the necessary technical and
interpersonal skills to achieve the desired goals while working well together. However, not everyone who is technically
competent has the skills to work well as a team member. High-performing teams have members who possess both
technical and interpersonal skills.
c. Mutual trust Effective teams are characterized by high mutual trust among members. That is, members believe in each
other's ability, character, and integrity. But as you probably know from personal relationships, trust is fragile.
Maintaining this trust requires careful attention by managers.
d. Unified commitment Members of an effective team exhibit intense loyalty and dedication to the team. They are willing
to do whatever it takes to help their team succeed. This loyalty and dedication is called unified commitment. Unified
commitment is characterized by dedication to the team's goals and a willingness to expend extraordinary amounts of
energy to achieve them.
e. Good communication Effective teams are characterized by good communication. Members convey messages between
each other in ways that are readily and easily understood. This includes nonverbal as well as spoken messages. Good
communication is also characterized by a healthy dose of feedback from team members and managers. Feedback helps to
guide team members and to correct misunderstandings.
f. Negotiating skills Effective teams tend to be flexible and are continually making adjustments in the responsibilities
assigned to each member. This flexibility requires team members to possess negotiating skills. Problems and relationships
are regularly changing in teams and members need to be able to confront and reconcile differences.
g. Appropriate leadership Effective leaders can motivate a team to follow them through the most difficult situations.
How? They help clarify goals. They demonstrate that change is possible by overcoming inertia. And they increase the self-
confidence of team members, helping members to more fully realize their potential. Increasingly, effective team leaders
act in the roles of coach and facilitator. They help guide and support the team, but don't control it.
h. Internal and external support The final condition necessary for an effective team is a supportive climate. Internally,
the team should have a sound infrastructure. This includes proper training, a clear and reasonable measurement system
that team members can use to evaluate their overall performance, an incentive program that recognizes and rewards team
activities, and a supportive human resource system. Externally, managers should provide the team with the resources
needed to get the job done.

150)

In a short essay, discuss the major issues associated with managing global teams.
 Answer

In global organizations, understanding the relationship between group performance and group member resources is
more challenging because of the unique cultural characteristics represented by members of a global team. In addition to
recognizing team members' abilities, skills, knowledge, and personality, managers need to be familiar with and clearly
understand the cultural characteristics of the groups and the group members they manage.
Some of the structural areas where we see differences in managing global teams include conformity, status, social
loafing, and cohesiveness. Research suggests that Asch's findings are culture-bound. Despite this, however, groupthink
tends to be less of a problem in global teams because members are less likely to feel pressured to conform to the ideas,
conclusions, and decisions of the group. The importance of status varies between cultures. Managers should be sure to
understand who and what holds status when interacting with people from a culture different from their own. Social
loafing has a Western bias and is consistent with individualistic cultures, which are dominated by self-interest. It's not
consistent with collectivistic societies, in which individuals are motivated by in-group goals. Cohesiveness is another
group structural element where managers may face special challenges. In global teams, cohesiveness is often more
difficult to achieve because of higher levels of mistrust, miscommunication, and stress.
The processes global teams use to do their work can be particularly challenging for managers. For one thing,
communication problems often arise because not all team members may be fluent in the team's working language. This
can lead to inaccuracies, misunderstandings, and inefficiencies. However, research has also shown that a multicultural
global team is better able to capitalize on the diversity of ideas represented if a wide range of information is used.
Managing conflict in global teams, especially when those teams are virtual teams, isn't easy. Conflict in multicultural
teams can interfere with how information is used by the team. However, research shows that in collectivistic cultures, a
collaborative conflict management style can be most effective.
Despite the challenges associated with managing global teams, there are things managers can do to provide the group
with an environment in which efficiency and effectiveness are enhanced. First, because communication skills are vital,
managers should focus on developing those skills. Also, managers must consider cultural differences when deciding what
type of global team to use. Finally, it's vital that managers be sensitive to the unique differences of each member of the
global team. But, it's also important that team members be sensitive to each other as well.

151)

In a short essay, list and discuss ways to improve team effectiveness in the Arab context.
Answer

Arab contexts are characterized by strong affiliation to family and other similar networks which sometimes make it
harder for members to transfer such allegiances to a team environment. Organizations and managers can follow these
steps to help in the process of making teams more effective
1. Help employees realize the importance of commitment to the organization and not to particular narrow group
affiliations; emphasize the notion that allegiances to family or tribal connections does not work well in a business context.
2. Strong leadership is always needed to reaffirm the commitment toward the organization and elicit cooperation from
group members.
3. Transmit the notion that fairness and transparency are cherished organizational values; employees can depend on
organizational systems to get their fair share of organizational rewards.
4. Create rewards for team performance and results, not only individual performance and accomplishments.
5. Employees need to be continuously trained on proper collaboration and communication in a team environment.

1)

FALSE
2)

FALSE
 3)

FALSE
4)

FALSE
5)

FALSE
6)

FALSE
7)

TRUE
8)

TRUE
9)

FALSE
10)

FALSE
11)

TRUE
12)

FALSE
13)

TRUE
14)

TRUE
15)

FALSE
16)

FALSE
17)

FALSE
18)

TRUE
19)

FALSE
 20)

FALSE
21)

TRUE
22)

FALSE
23)

TRUE
24)

FALSE
25)

TRUE
26)

FALSE
27)

TRUE
28)

TRUE
29)

FALSE
30)

TRUE
31)

FALSE
32)

TRUE
33)

TRUE
34)

C
35)

B
36)

B
 37)

A
38)

A
39)

B
40)

D
41)

A
42)

C
43)

A
44)

B
45)

B
46)

C
47)

A
48)

B
49)

D
50)

A
51)

C
52)

B
53)

D
 54)

A
55)

A
56)

D
57)

A
58)

C
59)

C
60)

C
61)

D
62)

D
63)

C
64)

C
65)

B
66)

B
67)

D
68)

C
69)

D
70)

A
 71)

C
72)

B
73)

D
74)

B
75)

D
76)

B
77)

B
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142)

Formal groups are work groups established by an organization that have designated work assignments and specific tasks.
In formal groups, appropriate behaviors are established by and directed toward organizational goals. Types of formal
group include
a. Command groupsthese are traditional work groups determined by the organizational chart and composed of
individuals who report directly to a given manager. They typically include a manager and those subordinates who report
directly to him or her.
b. Cross-functional teamsthese bring together the knowledge and skills of individuals from various work areas in
order to come up with solutions to operational problems. Cross-functional teams also include groups whose members
have been trained to do each other's jobs.
c. Self-managed teamsthese are essentially independent groups that, in addition to doing their operating jobs, take on
traditional management responsibilities such as hiring, planning and scheduling, and performance evaluations.
d. Task forcesthese are temporary groups created to accomplish a specific task. Once the task is complete, the group is
disbanded.
143)

Research shows that groups pass through a standard sequence of five stages. These five stages are forming, storming,
norming, performing, and adjourning.
a. The first stage, forming, has two phases. First, people join the group either because of a work assignment, in the case
of a formal group, or for some other desired benefit (such as status, self-esteem, affiliation, power, or security), in the case
of an informal group. Once the group's membership is in place, the second part of the forming stage begins the task of
defining the group's purpose, structure, and leadership. This phase is characterized by a great deal of uncertainty.
Members are "testing the waters" to determine what types of behavior are acceptable. This stage is complete when
members begin to think of themselves as part of a group.
b. The storming stage is one of intragroup conflict. Members accept the existence of the group but resist the control that
the group imposes on individuality. Furthermore, there is conflict over who will control the group. When this stage is
complete, there will be a relatively clear hierarchy of leadership within the group and agreement on the group's direction.
c. The third stage is one in which close relationships develop and the group demonstrates cohesiveness. There's now a
strong sense of group identity and camaraderie. This norming stage is complete when the group structure solidifies and
the group has assimilated a common set of expectations of what defines correct member behavior.
d. The fourth stage is performing. The group structure at this point is fully functional and accepted. Group energy has
moved from getting to know and understand each other to performing the task at hand. Performing is the last stage in the
development of permanent work groups. Temporary groupssuch as committees, task forces, and similar groupsthat
have a limited task to perform have a fifth stage adjourning.
e. In the adjourning stage, the group prepares to disband. High levels of task performance are no longer the group's top
priority. Instead, attention is directed at wrapping up activities. Responses of group members vary at this stage. Some are
upbeat, basking in the group's accomplishments. Others may be saddened by the loss of camaraderie and friendships
gained during the work group's life.
144)

a. External conditions imposed on the groupto understand behavior of work groups, you need to recognize they're
part of a larger organization. As a part of a larger organizational system, a work group is influenced by external
conditions imposed on it from outside. These external conditions include the organization's strategy, authority
relationships, formal rules and regulations, availability of organizational resources, employee selection criteria, the
organization's performance management system and culture, and general physical layout of the group's work space.
b. Group member resourcesa group's performance potential depends to a large extent on the individual resources its
members bring to the group. These include members' knowledge, abilities, skills, and personality characteristics.
c. Group structurework groups aren't unorganized crowds. They have an internal structure that shapes members'
behavior and makes it possible to explain, predict, and influence a large portion of individual behavior within the group
as well as the performance of the group itself. This structure defines member roles, norms, conformity, status systems,
group size, group cohesiveness, and formal leadership positions.
d. Group processesthe next component in our group behavior model concerns the processes that go on within a work
groupthe communication patterns used by members to exchange information, group decision processes, power
dynamics, conflict management, and the like. These processes are important to understanding work group behavior
because in groups, one and one don't necessarily add up to two. Every group begins with a potential defined by its
constraints, resources, and structure. Then you add in the positive and negative process factors created within the group
itself.
e. Group tasksthe impact that group processes have on group performance and member satisfaction is modified by the
task the group is doing. More specifically, the complexity and interdependence of tasks influence the group's effectiveness.
Tasks can be generalized as either simple or complex. Simple tasks are routine and standardized. Complex tasks are ones
that tend to be novel or nonroutine.
145)

a. Rolesa role refers to behavior patterns expected of someone occupying a given position in a social unit. In a group,
individuals are expected to do certain things because of their position (role) in the group. These roles tend to be oriented
toward either task accomplishment or toward maintaining group member satisfaction.
b. Normsall groups have normsstandards or expectations that are accepted and shared by a group's members. Norms
dictate factors such as work output levels, absenteeism, promptness, and the amount of socializing allowed on the job.
Although a group has its own unique set of norms, common organizational norms focus on effort and performance, dress,
and loyalty.
c. Conformitybecause individuals want to be accepted by groups to which they belong, they're susceptible to
conformity pressures. As group members, we often want to be considered one of the group and to avoid being visibly
different. We find it more pleasant to be in agreement than to be disruptive, even if disruption may be necessary to
improve the effectiveness of the group's decisions. So we conform. But conformity can go too far, especially when an
individual's opinion of objective data differs significantly from that of others in the group. When this happens, the group
often exerts extensive pressure on the individual to align his or her opinion to conform to others' opinions, a phenomenon
known as groupthink.
d. Status systemsstatus is a prestige grading, position, or rank within a group. As far back as researchers have been
able to trace groups, they have found status hierarchies. Status systems are an important factor in understanding
behavior. It's a significant motivator and has behavioral consequences when individuals see a disparity between what
they perceive their status to be and what others perceive it to be.
e. Group sizelarge groupsthose with a dozen or more membersare good for getting diverse input. Thus, if the goal
of the group is to find facts, a larger group should be more effective. On the other hand, smaller groups are better at doing
something productive with those facts. Groups of approximately seven members tend to be more effective for taking
action. One important finding related to group size is social loafing, which is the tendency for an individual to expend less
effort when working collectively than when working individually.
f. Group cohesivenessgroup cohesiveness is the degree to which members are attracted to a group and share the
group's goals. Cohesiveness is important because it has been found to be related to a group's productivity.
146)

A group is defined as two or more interacting and interdependent individuals who come together to achieve particular
goals. Work teams are different from work groups and have their own unique traits. Work groups primarily interact to
share information and to make decisions to help each member do his/her job more efficiently and effectively. These
groups have no need or opportunity to engage in collective work that requires joint effort. On the other hand, work teams
are groups whose members work intensely on a specific, common goal using their positive synergy, individual and
mutual accountability, and complementary skills. In a work team, the combined individual efforts of team members result
in a level of performance that is greater than the sum of those individual inputs.
147)

Advantages
a. Generates more complete information and knowledge; a group brings a diversity of experience and perspectives
to the decision process that an individual cannot.
b. Generates more diverse alternatives; because groups have a greater amount and diversity of information, they can
identify more diverse alternatives than an individual.
c. Increases acceptance of a solution; group members are reluctant to fight or undermine a decision they have
helped develop.
d. Increases legitimacy; decisions made by groups may be perceived as being more legitimate than decisions made
unilaterally by one person.

Disadvantages
a. Time consuming; groups almost always take more time to reach a solution than it would take an individual.
b. Minority domination; the inequality of group members creates the opportunity for one or more members to
dominate others. A dominant and vocal minority frequently can have an excessive influence on the final decision.
c. Pressures to conform; as we know from our earlier discussion, there are pressures to conform in groups.
Groupthink undermines critical thinking in the group and eventually harms the quality of the final decision.
d. Ambiguous responsibility; group members share responsibility, but the responsibility of any single member is
diluted.
148)

a. Problem-solving teamsthese teams are teams from the same department or functional area, that are involved in
efforts to improve work activities or to solve specific problems. In problem-solving teams, members share ideas or offer
suggestions on how work processes and methods can be improved. However, these teams are rarely given the authority
to unilaterally implement any of their suggested actions.
b. Self-managed teamsthese teams are formal groups of employees who operate without a manager and are
responsible for a complete work process or segment. The self-managed team is responsible for getting the work done and
for managing themselves. This usually includes planning and scheduling of work, assigning tasks to members, collective
control over the pace of work, making operation decisions, and taking action on problems.
c. Cross-functional teamsthese teams are a hybrid grouping of individuals who are experts in various specialties and
who work together on various tasks.
d. Virtual teamsthese are teams that use computer technology to link physically dispersed members in order to achieve
a common goal. In a virtual team, members collaborate using communication links such as wide area networks,
videoconferencing, fax, e-mail, or even websites where the team can hold online conferences. Virtual teams can do all the
things that other teams canshare information, make decisions, and complete tasks; however, they miss the normal give-
and-take of face-to-face discussions. Because of this omission, virtual teams tend to be more task oriented especially if the
team members have never personally met.
149)

a. Clear goals High-performance teams have a clear understanding of the goal to be achieved. Members are committed
to the team's goals, know what they're expected to accomplish, and understand how they will work together to achieve
these goals.
b. Relevant skills Effective teams are composed of competent individuals. They have the necessary technical and
interpersonal skills to achieve the desired goals while working well together. However, not everyone who is technically
competent has the skills to work well as a team member. High-performing teams have members who possess both
technical and interpersonal skills.
c. Mutual trust Effective teams are characterized by high mutual trust among members. That is, members believe in each
other's ability, character, and integrity. But as you probably know from personal relationships, trust is fragile.
Maintaining this trust requires careful attention by managers.
d. Unified commitment Members of an effective team exhibit intense loyalty and dedication to the team. They are willing
to do whatever it takes to help their team succeed. This loyalty and dedication is called unified commitment. Unified
commitment is characterized by dedication to the team's goals and a willingness to expend extraordinary amounts of
energy to achieve them.
e. Good communication Effective teams are characterized by good communication. Members convey messages between
each other in ways that are readily and easily understood. This includes nonverbal as well as spoken messages. Good
communication is also characterized by a healthy dose of feedback from team members and managers. Feedback helps to
guide team members and to correct misunderstandings.
f. Negotiating skills Effective teams tend to be flexible and are continually making adjustments in the responsibilities
assigned to each member. This flexibility requires team members to possess negotiating skills. Problems and relationships
are regularly changing in teams and members need to be able to confront and reconcile differences.
g. Appropriate leadership Effective leaders can motivate a team to follow them through the most difficult situations.
How? They help clarify goals. They demonstrate that change is possible by overcoming inertia. And they increase the self-
confidence of team members, helping members to more fully realize their potential. Increasingly, effective team leaders
act in the roles of coach and facilitator. They help guide and support the team, but don't control it.
h. Internal and external support The final condition necessary for an effective team is a supportive climate. Internally,
the team should have a sound infrastructure. This includes proper training, a clear and reasonable measurement system
that team members can use to evaluate their overall performance, an incentive program that recognizes and rewards team
activities, and a supportive human resource system. Externally, managers should provide the team with the resources
needed to get the job done.
150)

In global organizations, understanding the relationship between group performance and group member resources is
more challenging because of the unique cultural characteristics represented by members of a global team. In addition to
recognizing team members' abilities, skills, knowledge, and personality, managers need to be familiar with and clearly
understand the cultural characteristics of the groups and the group members they manage.
Some of the structural areas where we see differences in managing global teams include conformity, status, social
loafing, and cohesiveness. Research suggests that Asch's findings are culture-bound. Despite this, however, groupthink
tends to be less of a problem in global teams because members are less likely to feel pressured to conform to the ideas,
conclusions, and decisions of the group. The importance of status varies between cultures. Managers should be sure to
understand who and what holds status when interacting with people from a culture different from their own. Social
loafing has a Western bias and is consistent with individualistic cultures, which are dominated by self-interest. It's not
consistent with collectivistic societies, in which individuals are motivated by in-group goals. Cohesiveness is another
group structural element where managers may face special challenges. In global teams, cohesiveness is often more
difficult to achieve because of higher levels of mistrust, miscommunication, and stress.
The processes global teams use to do their work can be particularly challenging for managers. For one thing,
communication problems often arise because not all team members may be fluent in the team's working language. This
can lead to inaccuracies, misunderstandings, and inefficiencies. However, research has also shown that a multicultural
global team is better able to capitalize on the diversity of ideas represented if a wide range of information is used.
Managing conflict in global teams, especially when those teams are virtual teams, isn't easy. Conflict in multicultural
teams can interfere with how information is used by the team. However, research shows that in collectivistic cultures, a
collaborative conflict management style can be most effective.
Despite the challenges associated with managing global teams, there are things managers can do to provide the group
with an environment in which efficiency and effectiveness are enhanced. First, because communication skills are vital,
managers should focus on developing those skills. Also, managers must consider cultural differences when deciding what
type of global team to use. Finally, it's vital that managers be sensitive to the unique differences of each member of the
global team. But, it's also important that team members be sensitive to each other as well.
151)
Arab contexts are characterized by strong affiliation to family and other similar networks which sometimes make it
harder for members to transfer such allegiances to a team environment. Organizations and managers can follow these
steps to help in the process of making teams more effective
1. Help employees realize the importance of commitment to the organization and not to particular narrow group
affiliations; emphasize the notion that allegiances to family or tribal connections does not work well in a business context.
2. Strong leadership is always needed to reaffirm the commitment toward the organization and elicit cooperation from
group members.
3. Transmit the notion that fairness and transparency are cherished organizational values; employees can depend on
organizational systems to get their fair share of organizational rewards.
4. Create rewards for team performance and results, not only individual performance and accomplishments.
5. Employees need to be continuously trained on proper collaboration and communication in a team environment.